Aggregated enterprise architecture wisdom
What is a narrative-oriented approach to enterprise-transformation? Why use it, and where, and how? And where did all this NOTES stuff come from, anyway? NOTES is, I admit, a somewhat-forced acronym for a way to look at business-change: Narrative-Oriented Transformation of Enterprise…
How do we use an narrative approach in enterprise-transformation? What’s different about it, in real-world practice? How does it work? In the first post in this series, I introduced the core ideas for NOTES – Narrative-Oriented Transformation of Enterprise (and)…
If – as we’re often told – business-design is about the relationships between people, process and technology, what is it that links all of themes together? Answer: a story. Okay, yes, this is a theme I’ve explored a lot here on…
Some time ago I have written about The Enterprise Architecture Matrix, where I used a small sequence from the movie Matrix to explain my line of thinking for Enterprise Architecture. This time I use the scene from Lord Of The Ring where Frodo is lookin…
Some time ago I have written about The Enterprise Architecture Matrix, where I used a small sequence from the movie Matrix to explain my line of thinking for Enterprise Architecture. This time I use the scene from Lord Of The Ring where Frodo is lookin…
In my last post I have started a series about Power, Process, Project and People. In this post I like to reflect a bit on power and what I am doing with respect to power in my daily Enterprise Architecture life. Just to repeat the definition from the O…
In my last post I have started a series about Power, Process, Project and People. In this post I like to reflect a bit on power and what I am doing with respect to power in my daily Enterprise Architecture life. Just to repeat the definition from the O…
What architectures do we need for a society and economics that’d be viable and sustainable over the longer term? And how do we scale that down to the the everyday work we do at present in enterprise-architectures and the like?…
In the past days I have seen plenty of interesting posts putting various concepts in the focus. One caught my attention and is very much worth to read:
RT @davidsprott: The shape of the next generation EA framework. t.co/dolaKQtb #CIO #ecosystem #services #entarch
— Tom Graves (@tetradian) 18. Februar 2013
This post followed some back and forth twittering and it was a very enjoyable discussion. It triggered some thinking I wanted to reflect already for a while, because every now and then I see an interesting tendency to market something as the one and only way on how to look at the world or solutions, be it IT or non IT.
Coming back to people I want to reflect on three forces especially which I observe every day and what I do to work with them or what I see in the typical Enterprise Architecture approaches. The three forces are (for each one definition from Oxford Dictionaries):
The definition of process and project is sometimes confusing if compared, so for simplification I typically differentiate by using project in the context of unique deliveries and process if the deliveries are repeatable. These three forces have a different effect on people, and each and every person has a different opinion what type of force he prefers, but in typical organizations all three forces exist in co-existence and influence each other. The key to all these three powers in the end is the People though and interesting enough they get quite often forgotten.
This is only the first post in a series, otherwise it is getting too long. The next post will be about power. If you have any input to give straight away then I am happy to read or hear from you.
In the past days I have seen plenty of interesting posts putting various concepts in the focus. One caught my attention and is very much worth to read:
RT @davidsprott: The shape of the next generation EA framework. t.co/dolaKQtb #CIO #ecosystem #services #entarch
— Tom Graves (@tetradian) 18. Februar 2013
This post followed some back and forth twittering and it was a very enjoyable discussion. It triggered some thinking I wanted to reflect already for a while, because every now and then I see an interesting tendency to market something as the one and only way on how to look at the world or solutions, be it IT or non IT.
Coming back to people I want to reflect on three forces especially which I observe every day and what I do to work with them or what I see in the typical Enterprise Architecture approaches. The three forces are (for each one definition from Oxford Dictionaries):
The definition of process and project is sometimes confusing if compared, so for simplification I typically differentiate by using project in the context of unique deliveries and process if the deliveries are repeatable. These three forces have a different effect on people, and each and every person has a different opinion what type of force he prefers, but in typical organizations all three forces exist in co-existence and influence each other. The key to all these three powers in the end is the People though and interesting enough they get quite often forgotten.
This is only the first post in a series, otherwise it is getting too long. The next post will be about power. If you have any input to give straight away then I am happy to read or hear from you.
How do we make sense of the big-picture in enterprise-architecture? The really big-picture? For those who didn’t (or couldn’t!) read the full series, here’s a (shortish) summary of each of those (rather over-long) posts… From the Introduction Part of the work I’ve been…
How do we work with change – and, especially, extreme-change – in an enterprise-architecture? At the really big-picture scale? This is the fifth in a series of posts on principles for a sane society: Four principles for a sane society: Introduction Four principles: #1:…